Lecture Notes
Chapter 10: Leadership and Conflict Management
Learning Objectives
10.1. Discuss what constitutes leadership and power
10.2. Explain the relationship between leadership theory and communication
10.3. Discuss communication strategies for hiring quality employees
10.4. Describe ways to lead effective teams
10.5. Identify strategies for dealing with difficult people
10.6. Provide feedback as a means to motivate team members
10.7. Discuss ways to manage your public image
10.8. Apply the KEYS process to develop professional excellence as a leader
Chapter Summary
Chapter 10 discusses what constitutes leadership and power. It explains the relationship between
leadership theory and communication, discusses some communication strategies for hiring
quality employees as well as ways to lead effective teams, and identifies strategies for dealing
with difficult people and how to provide feedback to motivate team members. This chapter
discusses ways to manage your public image. Finally, it explains how to apply the KEYS process
to develop professional excellence as a leader.
Chapter Outline
I. What Is Leadership?
A. What Leadership Is Not
1. A trait is a distinguishing characteristic or quality that’s part of individual
character; traits are often seen as inborn or genetically based.
2. Charisma includes characteristics such as magnetic charm, allure, and the
supernatural or magical ability to appeal to followers.
3. Birthright—belief that some people have certain inborn traits that make a good
leader.
4. Leadership and job title—idea that those with a title are the leaders.
B. Leadership
1. Leadership is a dynamic relationship based on mutual influence and common
purpose.
2. According to this definition,
a. Change is dependent on a dynamic relationship, mutual influence, and a
common purpose.
b. Dynamic relationships are dependent on effective communication.
c. Mutual influence and common purpose both rely on two-way
communication.
d. Having leaders and collaborators, as opposed to leaders and followers,
implies the need for effective communication.
II. Utilizing Power
A. Status
1. Status is a person’s rank or position in an organization.
2. The superior is the higher-status person and the subordinate is the lower-
status person.
B. Legitimate Power
1. Legitimate power refers to power based on positions of authority.
2. Doesn’t mean that person exercises that power
C. Coercive Power
1. Coercive power refers to power through negative reinforcement.
2. Reward power describes control over another person’s behavior with positive
reinforcement.
D. Expert Power
1. Expert Power is power based on an individual’s expertise in a field.
2. Referent power refers to power given in exchange for positive feelings toward
you.
E. Connection Power
1. Connection Power is based on a connection with someone with power.
2. Managerial functions are responsible for various goals and functions in an
organization.
3. Leadership functions include influencing and guiding followers as opposed to
subordinates, as well as being innovative and creating a vision for future
direction.
III. Improving Communication With Leadership Theories
A. Behavioral Theories
1. Three Styles
a. Authoritative style: Leader makes all the decisions with little input
from the team.
b. Laissez-faire style: The team makes the decisions with little input from
the leader.
c. Democratic style: The leader follows the will of the people, or most of
the people, with voting occurring often in the process.
2. McGregor observed two different leadership styles.
a. Theory X managers view employees as lacking motivation, prefer
being told what to do, and disliking work.
b. Theory Y managers view employees as responsible and motivated by
goals, desire to work is natural, and most organizations don’t utilize the
full potential of employees.
B. Situational Leadership Theories
1. Managerial Grid describes five managerial styles.
a. Impoverished—a low concern for the people and the task
b. Country club—a high concern for people and low concern for the task
c. Authoritative—a low concern for people and high concern for the task
d. Middle-of-the-road—a moderate level of concern for people and the task
e. Team—a high concern for people and the task
2. Contingency Theory
a. Contingency theory states that there is no “best” way to lead.
3. Situational Leadership Theory
a. Situational leadership theory suggests that leaders consider the level
of maturity and readiness of the subordinates before choosing the best
communication style.
C. Transformational Leadership
1. Transformational leadership theory says leaders articulate a goal or vision to
an organization.
2. Inspires followers to make that vision a reality.
3. Characterized as empowering, which helps develop innovative thinking and
initiative among followers
IV. Hiring the Right Team
A. Developing the New Employee Profile
1. Leaders should participate in every stage of the hiring process.
2. Facilitate a discussion about the opportunities this new position creates and
what the team needs
3. Competencies for new positions
a. Openness and excitement about training and developing new skills
b. Career goals that fit into your organizational culture
c. Professional excellence
B. During the Interview
1. Before the interview, review the interview questions.
2. What are we looking for in a candidate?
3. May not conduct initial interviews but should meet with potential team
member(s) before they are hired.
4. The leader should help the interviewee feel relaxed and at ease.
C. After the Interview
1. Make certain that team members feel like part of the team from Day 1.
2. Make sure that the new employees are receiving the proper orientation,
training, and resources they need to work effectively.
V. Following Up and Following Through
A. Follow Up
1. Effective leaders develop a norm of following up on assigned tasks.
2. Effective leaders follow through by holding team members accountable.
3. Effective leaders acknowledge team successes.
B. Poor Leader Mistakes
1. Don’t follow up.
2. Don’t hold team members accountable.
3. Create a “follow up and follow through” norm within your team.
VI. Communicating About Your Team
A. Two Rules
1. When there are problems, the buck stops with you.
2. When there are successes, you never take the credit.
VII. Dealing With Difficult People
A. Meet Your Organizational Family
1. Bully—uses aggression and anger to get his or her way
2. Sniper—during meetings or discussions, adds comments meant to hurt or
wound other
3. Drama Queen—loves to create drama in the workplace by starting gossip,
arguments, and holds grudges
4. Slacker—finds any excuse not to work
5. Vampire—always around and happy, but others end up doing the work
6. Grump—dark cloud follows him or her wherever they go
7. Roadblock to Change—doesn’t like change and often will refuse to carry out
changes in duties
8. Distracter—leads team on tangents
9. Patient—brings personal problems to work
10. Team Player—completes task, gets along with others, and is dependable
11. Star—like the team player, but also wants to take on extra duties, learn more,
and advance in career
B. Leader as Parent
1. If the department or organization is like a family, then, metaphorically
speaking, the leader is a parent.
2. Good leaders develop their employees.
3. Good leaders should serve as role models.
VIII. Giving Feedback
A. Setting Expectations
1. Set clear expectations for performance and professionalism.
2. Don’t assume that others share your vision of excellence in performance or
professionalism.
B. Provide Feedback Regularly
1. Don’t wait for the annual feedback trap.
2. Don’t be conflict avoidant and save all feedback for the official performance
appraisal.
C. Praising Team Members
1. Make it a habit to let employees know they are valued.
2. Major successes or accomplishments should be marked with a celebration.
3. Take time to privately acknowledge outstanding performance and
professionalism.
D. Holding Team Members Accountable
1. Should be done only privately
2. Discussing shortcomings one-on-one increases the chances the message is
heard.
3. Face-saving behavior is both verbal and nonverbal communication that honors
and maintains the other person’s sense of self-respect in a given situation.
4. Performance improvement plans should be made if necessary and should be
specific and clear to the employee.
E. Motivating Through Feedback
1. Develop individualized means for motivating.
2. Goal-Setting Theory: Goals are not merely assigned; rather, the leader and the
team member develop the goal(s) together.
F. Enacting Consequences
1. Providing feedback discussing consequences for both positive and negative
behaviors
2. Failure to follow through is the major reason why there are so many difficult
people in the workplace.
3. Without honest feedback, employees cannot improve.
4. Scripting is the process of mentally rehearsing what you will say during the
discussion.
G. Firing Employees
1. No reason to feel guilty if you have followed all the steps to help the employee
improve.
Quintanilla, Business and Professional Communication: KEYS for Workplace Excellence 4e
SAGE Publishing, 2020
2. Sociopaths have no conscience or feelings of guilt, shame, or remorse.
3. Familiarize yourself with your organization’s termination policy.
IX. Putting It Together
A. Know Yourself
1. Maybe you are conflict avoidant
2. Assess how your communication style has been adding to the problems with
your team.
B. Evaluate the Professional Context
1. Think about the types of problems and excuses that occur due to the various
personalities in your workplace.
2. Because this process is not focused on any one person, it will be easier to get a
lot of issues out in the open.
C. Your Communication Interaction
1. Invite cooperation for solutions by asking, “How can we fix this situation?”
2. At times, this will not be easy.
D. Step Back and Reflect
1. Reflect on all the communication that has occurred.
2. Discuss past communication interactions as part of the process.
X. Managing Your Public Image
A. Public Image
1. Public image is the impression you give or present to others both verbally and
nonverbally.
2. Impression management is directing the formation of the impression,
perception, or view others have of you.
a. Do not try to create a false impression.
b. If you want to be viewed as a leader, act and dress like a leader.
XI. KEYS to Excellence in Leadership
A. Know Yourself
1. Assess if you would like to work for a boss like yourself.
B. Evaluate the Professional Context
1. Learn more about the environment of your company.
C. Your Communication Interaction
1. Do not be afraid of engaging in open communication.
D. Step Back and Reflect
1. Assess the communication before deciding.